-
8/6/2019 VP Stores or RVP Stores or Regional Director Stores
1/3
ROBERT R. HAMMOND1635 Langhorne-Newtown Road
516-702-0753Langhorne, PA 19047 [email protected]
VICE PRESIDENT OF STORESRetail - Luxury & Moderate, Men's
& Women's Apparel, Shoes & LeathergoodsAn accomplished
Retailing Executive with a track record of improving sales, margins
and productivity by developing, implementing and communicating
metrics to drive performance at all levels. As a result, exceeds
expectations in a highly predictable manner whether opening large
numbers of new locations; rolling out newBranded programs, sales
training programs or incentive programs; or dramatically improving
in-store services such as alterations.CORE COMPETENCIES:
Account/Territory Management, Merchandising, Real Estate
SiteSelection, Restructuring, Client Relations, Market Analysis,
Policy Development, Strategic Planning, Change Management,
Recruiting, Training/Development, Compensation, Employee/Labor
Relations, Team Leadership/MotivationPROFESSIONAL EXPERIENCECASUAL
MALE RETAIL GROUP, Canton, MA 2000 - 2010Vice President of Stores -
Rochester ClothingP & L responsibility for the $100 million
upscale, luxury retailer of men's sportswear, clothing, shoes,
furnishings and accessories with brands: Zegna, HickeyFreeman, Jack
Victor, Michael Kors, Ike Behar, Joseph Abboud, Robert Talbott,
Robert Graham, Tommy Bahama, Polo, Calvin Klein, Kenneth Cole with
a full line ofcustom clothing and dress shirts. 35 stores in US
& London. 3 Regional Managers
.Vice President of Store Sales - CMXLP & L responsibility
for the Casual Male XL division - moderate retailer of men's
sportswear, clothing, shoes, furnishings and accessories. Brands
include Polo, Nautica, Calvin Klein, Reebok and Private Label. 500
stores in US & Canada, $450 million volume, 5 Regional Managers
& 42 District Managers.Zone Vice PresidentResponsible for 300
stores, $300 million in sales, 1 Regional Manager and 22 District
Managers.* Turned division profitable within one year. Successfully
integrated RBT intoCMXL field staff saving over $700,000 annually:
Developed and communicated in-store metrics for productivity and
sales. Top graded field staff with 3 new Regionals and 12 new Store
Managers. Rolled out Yacobian Group Selling Behaviors an
d TSI Sales Training. Introduced private label merchandise
program. Retrained entire field staff on custom clothing programs.*
Reduced unauthorized markdown rate from 12% to 1.5%, a 650%
improvement, adding $6 million in gross margin dollars annually:
Communicated clear, concise expectations; developed a tracking
system; created visibility and follow up mechanisms to ensure
success.* Improved ROV 10%, Conversion 15%, UPTs 30%, Catalog Sales
400%, Credit Card Sales 100%. Comp sales increased 5% first year.
Reduced selling costs from 15%to 11%. Improved custom clothing
sales by 50%: Developed and communicated new standards for store
and associate sales and productivity metrics. Developed Associate
Reward and Recognition Programs. Executed payroll planning metrics
and new staffing profiles.
ROBERT R. HAMMOND PAGE TWO
CASUAL MALE RETAIL GROUP (continued)* Reduced tailor shop
payroll by $200,000, while reducing delivery time from 21days to 7
days reducing RFA rates from 10% to 2%: Developed and implemented
Tailor Shop Productivity System using new productivity metrics
based on planned sales and production times. Reduced Tailor Shop
staffing to meet new standards.* 24 successive months of comp store
growth driven by enhanced metrics. Conversion, ROV and UPT up 10%.
Catalog and credit card sales up 100%: Developed and c
-
8/6/2019 VP Stores or RVP Stores or Regional Director Stores
2/3
ommunicated in-store metrics for sales and productivity.
Developed reward and recognition programs. Developed field
Succession Planning program. Developed and rolled out enhanced
Store Productivity System. Converted store to Lifestyle
merchandising with rollout of branded merchandise programs, e.g.,
Polo, Tommy Hilfiger, Nautica, etc. leveraging Private Label.*
Successfully launched 15 shops within Sears Canada stores within 10
weeks of signed contract adding $10 million in annual sales:
Sourced/hired Regional Manager and 15 Store Managers in 6 weeks.
Signed off on sites and floor plans. Developed product mix and
allocations with Buyers.
CUSTOM SHOP, New York, NY 1998 - 2000Senior Vice President,
StoresResponsible for the profit and loss performance of an 85
store $85 million national luxury custom retailer of men's and
women's custom clothing, furnishings, shoes and accessories.
Responsible for site selection and opening 35 new prototype
stores.* Improved comp store sales by 10%. Custom clothing sales
penetration improved 50% from 20% to 30%. UPTs and DPTs increased
10%: Developed and implemented newfield compensation programs.
Developed and implemented video-based sales training programs.*
Completed successful turnaround to profitability within 18 months
leading to company sale: Successfully renegotiated union contracts
saving $500,000 annually. Reorganized field management and
developed payroll planning metrics saving anadditional $500,000.
Successfully outsourced alterations and portering functio
ns saving $250,000 annually. Analyzed return issue and developed
new metrics, training and compensation plans resulting in a 500%
improvement from 10% to 2%.
TODAY'S MAN, Moorestown, NJ 1989 - 1998Vice President of
StoresComplete sales, operational and profit and loss
responsibility for a 35 store, $300 million men's specialty
superstore chain with a full line of sportswear, clothing,
furnishings, shoes, luggage and accessories.* Increased comp store
sales 5% year-over-year. Improved Conversion and UPTs 30%. Improved
multiple rate 20% from 30% to 36%. Improved Crossover rate from
10%to 33%. Expanded stores from 9 to 35 and volume from $60m to
$300m: Implemented sales and customer service programs taking
closure rate to 52%. Developed tailor shop productivity system with
metrics for revenue, production and delivery.
Raised operator productivity by 20% and moved operation to a
profit center. Developed reward and recognition programs.
ROBERT R. HAMMOND PAGE THREE
TODAY'S MAN (continued)* Successfully emerged from Chapter 11 in
14 months while retaining all key field associates: Developed
company-wide communication, retention, reward and recognition
programs to retain top talent. Successfully retained all District
Managers and Store Managers. Closed underperforming Chicago market
in one week, retaining all key associates and maintaining shrink
under 1%.* Hired as Regional Director of Stores,
ROOTS/GRAHAM & GUNN LTD. DIVISION of HARTMARX, Summit, NJ
1980 - 1989General ManagerComplete sales, operational and profit
and loss responsibility for a luxury retailer of men's and women's
sportswear, clothing, furnishings, accessories and shoes. Brands
include Hickey-Freeman, Hart, Schafner and Marx, Robert Talbot,
AllenEdmonds, Pantharella with 11 stores and $35 million in
sales.
EDUCATIONMA, Psychology, 1984
-
8/6/2019 VP Stores or RVP Stores or Regional Director Stores
3/3
COLLEGE OF NEW JERSEY, Trenton, NJBS, Education, 1982COLLEGE OF
NEW JERSEY, Trenton, NJ
